Pinturas SUMA from social inclusion to market expansion: how built a new customer channel through technical empowerment

SUMA partnered with El Abrojo, a Uruguayan civil society organization experienced in working with people facing socioeconomic vulnerability. SUMA first presented the programme idea to the organization, which assessed the proposal and identified women in the community who showed interest and potential to participate before introducing them to the company. Before the training began, SUMA’s three team members met with the prospective participants to introduce the company, explain the programme and discuss how they would work together. The involvement of an organization that already knew the women, combined with this initial dialogue, helped establish the trust needed to begin the programme. 

SUMA and El Abrojo also identified that technical painting skills alone would not be enough for participants to generate sustainable income. The programme would therefore need to include capabilities such as budgeting, communication, occupational health and safety and basic business management, while taking into account the circumstances that could affect participants’ ability to complete the training and later transition into paid work.

To help participants turn technical skills into sustainable income-generating opportunities, SUMA combined practical instruction in painting and waterproofing with business and professional skills. More than five independent professionals contributed sessions covering financial management and budgeting, social media, occupational health and safety, masonry, construction techniques and architectural considerations for assessing painting projects. The programme was adjusted as participants progressed rather than following a fixed curriculum regardless of learning needs.

SUMA’s three-person team coordinated the programme and maintained a direct presence throughout the process, with at least one of the company’s two partners attending every session.

To bridge the gap between classroom learning and real work, SUMA involved Imperplast, one of its main clients. Imperplast made its facilities available for practical sessions and assigned experienced technicians to train participants. This allowed the women to practise in a working environment and become familiar with the technical and safety standards expected in the sector.

After completing the training, four participants decided to establish Nosotras en Obra (“Women at Work”), an independent women-led painting and waterproofing business that became part of SUMA’s value chain as a service provider that uses and applies SUMA products in client projects. SUMA supported the initial set-up and responsibility was then gradually transferred so the team could manage its own communications independently. SUMA also promoted the new business within its network and connected the women with potential clients to help them move from training into paid projects.

SUMA continued supporting the women after the formal training ended through a dedicated communication channel for technical, organizational and commercial questions. The company deliberately avoided solving every problem on their behalf; instead, the team used questions and guidance to help the women assess options and make their own decisions. More direct support was provided when the potential consequences were greater, such as preparing quotations for larger projects where technical or financial errors could create significant risk.

When needs arose outside SUMA’s own expertise, the company also mobilized its professional network. Its accountant firm and notary provided advisory hours to help the women understand the legal, accounting and administrative requirements involved in formalizing and managing the business.

maintained regular contact with Nosotras en Obra while leaving day-to-day management with the women. As the business began serving clients, SUMA developed a customer satisfaction survey to gather structured information on service quality, customer experience and areas for improvement. The intention was to move the programme’s monitoring beyond participation and training completion and begin assessing the quality and continuity of the work generated.

SUMA plans to launch a new cohort of women and progressively develop the initiative from a one-off experience into a more permanent programme linked both to women’s economic opportunities and to the company’s business model. Future cohorts will incorporate lessons from the first programme, including more practical training in budgeting, site assessment and material calculations, as well as earlier involvement of legal and accounting advisers. SUMA also intends to strengthen measurement from the outset.

Even when the overall direction is clear, participants’ needs may evolve differently than expected. Being willing to adapt the training, mentoring and support along the way was essential to respond to what participants actually needed and is a key recommendation for organizations implementing similar programmes.

Building technical capabilities is more likely to lead to lasting economic opportunities when participants can apply those skills in an existing value chain with real customers, products and demand.

Training attendance and graduation are useful outputs, but the more meaningful indicators are what happens afterwards: whether participants remain economically active, secure projects, generate income or create viable businesses.

SMEs do not need to possess every capability internally.